PROJ6000 Principles of Project Management Report 2 Sample

PROJ6000: Principles of Project Management. Ass 2

Management – Report

Task Summary

Following group discussions, individually write a 1,200-word report that discusses the strengths, weaknesses, similarities, and contrasts of PMBoK and PRINCE2 or Agile in contemporary projects.

Context

There are several project management methodologies and approaches that are used in contemporary project management. Among these are PMBoK, PRINCE2, Waterfall, Agile, Extreme Programming (XP), and Adaptive Project Framework (APF). Each of them has certain specific elements that proponents say make it easier to use, more applicable, more robust, or otherwise more appropriate for particular environments or circumstances. Whilst these methodologies are all valid and reliable tools for a project manager to use, it is important to be able to contrast them and to form a view of how they may best be used in a project. This analysis includes their usefulness, application in various types of projects, and how they view project risk. Such context can help project managers identify which methodologies/approaches may be best for specific projects.

Instructions

In this Assessment, you will write a 1,200-word (+/- 10%) report that considers the application of a project management methodology to a project as described in an assigned case study. In particular, you will review the assigned case study, then compare and contrast the application of the PMBoK project management approach to the highlighted project with your choice of one of the following methodologies/approaches:

a) PRINCE2, or

b) Agile

The report must use the following headings:

1. INTRODUCTION: Develop an introduction to PMBoK and the other methodology/approach you have selected (PRINCE2 or Agile) that includes their background and historical context (approximately 200 words)

2. SIMILARITIES AND DIFFERENCES: List 2–3 similarities and 2–3 differences between them and why these similarities and differences are relevant to the assigned case study (approximately 200 words combined)

3. RISK: How each method treats project risk and how these approaches to risk are relevant to the assigned case study (approximately 200 words)

4. PROJECT CONTEXT: The types of projects in which each is used (approximately 200 words)

5. LIFECYCLE IMPLICATIONS: How each differs across different phases of a project’s lifecycle (approximately 200 words)

6. APPLICATION: Explain which methodology you would choose to apply for the project in the assigned case study, and why (approximately 200 words) Be sure to cite any source material, including learning resources or other academic or industry literature you research, used to inform your analysis.

You will need to consult the literature and use at least 6 references (and not more than 12 references) from academic and industry sources. The word count does not include the reference list. Each reference must be cited in-text in your report. The assessment requires that you submit your report via Blackboard. You are required to submit the assessment in a Word document format (documents in a different format will not be accepted). You do not need to upload anything relating to your group discussions in Weeks 4 and 5.

Solution

1. Introduction

Professionals are faced with a wide range of techniques and approaches in the dynamic field of project management, each of which offers a distinct set of guiding principles and benefits. Agile and the Project Management Body of Knowledge (PMBoK) stand out as popular options among them. As per the MBA Assignment Expert Overview, A thorough framework called PMBoK establishes a strong base for conventional project management by stressing rigorous preparation and organized execution (Takagi & Varajão, 2020).

1.1 Background and historical context

Just like the projects they support; project management approaches have a varied history. The Project Management Institute (PMI) created the PMBoK, or Project Management Body of Knowledge, which is a widely used framework. Its beginnings may be seen in the 1950s when corporations and other sectors realized the need for disciplined project management (Takagi & Varajão, 2020). The PMBoK booklet first appeared in the 1980s and offers a thorough overview of conventional project management techniques. In contrast, Agile is a strategy that dates back to the early 2000s and is considered to be more contemporary. It emerged as a reaction to the drawbacks of conventional techniques like Waterfall. Agile is perfect for rapidly evolving sectors, notably software development since it places a high priority on flexibility, collaboration, and iterative development (Takagi & Varajão, 2020).

2. Similarities and Differences

2.1 Similarities

1. Structured preparation

The PMBoK and Agile both place a strong emphasis on careful preparation. The PMBoK framework encourages thorough project planning, while Agile emphasizes iterative planning throughout the project. For The Clementon Company, proper planning is essential to handle the complex requirements of international rollouts (Marnada et al., 2022).

2. Risk Management

Despite using different strategies, both techniques recognize the significance of controlling project risks. Throughout the project life cycle, PMBoK uses a risk management methodology, while Agile continually evaluates and manages risks while using iterative development (Marnada et al., 2022).

2.2 Differences

1. Flexibility

Due to its iterative nature, agile enables more flexibility to changing needs and user input. This is especially pertinent to TCC since people with various expectations and experiences will be a part of the ultimate deployment. Agile's agility may enable quick revisions to satisfy these demands (Marnada et al., 2022).

Figure 1: Agile methodology
Source: (Agile methodology, 2023)

2. Documentation

Project documentation, which includes project charters, plans, and reports, is heavily emphasized in the PMBoK. Agile, in contrast, prioritizes usable software above documentation. TCC must decide which strategy best suits their requirement for thorough documentation and how it comports with the demands of their clients (Gros, 2021).

Table 1- Similarities and Differences
Source- (Theo et al., 2021)

3. Agile's Approach to Project Risk

1. Continuous Risk Assessment

Scrum and other agile approaches often include risk assessments in their sprint reviews. As a result, the project team is better able to recognize, manage, and adjust to risks as they materialize. Agile's constant risk assessment may assist TCC in adapting to shifting needs and swiftly mitigating any risks since client expectations fluctuate in this situation (Gros, 2021).

2. Iterative Mitigation

Agile encourages iterative development and places a high priority on delivering functional software in short bursts. As a result, it offers a chance for risk early identification and mitigation. Agile's iterative structure may assist in identifying and addressing crucial risks in manageable stages in the large-scale global deployment situation that TCC is facing (Gros, 2021).

3. Collaborative Risk Management

Agile promotes communication between stakeholders, clients, and cross-functional teams. This inclusiveness enables more accurate risk assessment and a common awareness of possible difficulties. Agile's collaborative approach may assist in setting the proper expectations and reducing risks associated with user satisfaction and feature adoption in TCC's situation, which involves users who have utilized complex tools for functionality (Morjane et al., 2022).

Table 2- Agile's Approach to Project Risk
Source- (Jiménez et al., 2020)

4. Project Context

1. PMBoK Project Context

Projects that need a disciplined and well-documented approach are best suited for the PMBoK. It is often used in big, complicated projects like building, engineering, and infrastructure development. High levels of planning, risk management, and adherence to industry norms and laws are necessary for these projects. Projects with a clear scope, well-defined goals, and minimal potential for flexibility in the project's needs are a great fit for PMBoK (Morjane et al., 2022).  

2. Agile Project Context

Contrarily, agile is best used in projects where the capacity to adapt and respond to changing needs is critical. It is most often related to creative projects, product innovation, and software development (Jiménez et al., 2020). Agile works well in projects when the scope is flexible, user input is important, and quick iterations are required to gain a competitive edge or satisfy user needs. Agile is especially pertinent in the context of TCC's HDM implementation when addressing the software component. Agile is a good option because of the wide range of user expectations, the demand for quick modifications, and iterative development to satisfy shifting requirements (Morjane et al., 2022). 

5. Lifecycle Implications

5.1 PMBoK Lifecycle Implications

1. Initiation Phase (PMBoK)

Project goals, stakeholders, and thorough planning are all heavily emphasized during the start phase according to the PMBoK. To create a distinct project structure, this phase calls for the formal production of project charters and thorough documentation. This detailed start phase, in the context of The Clementon Company's HDM deployment, guarantees a well-documented basis for the challenging worldwide implementation (Jiménez et al., 2020).

2. Planning Phase (PMBoK)

The planning phase of the PMBoK maintains its emphasis on thorough planning. Project managers methodically draft thorough budgets, timetables, and risk management strategies. This stage offers a well-organized project roadmap that ensures adherence to the original strategy (Jiménez et al., 2020).

5.2 Agile Lifecycle Implications

1. Initiation Phase (Agile)

Starting with a thorough knowledge of the project objectives is part of the beginning phase of the Agile approach. It is particularly suited for projects like The Clementon Company's HDM deployment where client expectations may alter since it enables flexibility for need changes (Younus & Younis, 2021).

2. Planning Phase (Agile)

Agile uses a light, iterative approach during the planning phase. It focuses on establishing priorities and outlining broad goals. This is especially useful for projects like TCC's deployment, where it may not be possible to do a thorough job of project planning owing to changing needs. Agile planning makes it easier to react quickly to changing customer demands (Theo et al., 2021).

6. Application

6.1 Client Expectations and User Variability

The introduction of a significant degree of variety in client expectations results from the spread of HDM to a wide user population, including people who have experience utilizing complex technologies. Agile's adaptability and flexibility make it a good fit for this circumstance (Zarvok, 2023). It enables quick iterations, regular user input, and the flexibility to modify project goals and features in response to shifting needs. Agile's iterative methodology fits with the requirement to react fast to changing client demands and user pleasure, guaranteeing that the finished result successfully satisfies a range of user expectations (Younus & Younis, 2021).

6.2 Post-Production Defects and Continuous Improvement

A significant number of post-production problems were discovered during the first distribution to customers in Latin America. Agile's iterative development methodology quickly fixes these flaws and promotes ongoing progress (Bonjour, 2020). Agile's iterative character is essential since the final rollout will be directed at several thousand people throughout the world, including those who have a critical eye for functionality. It guarantees that problems are found and fixed in manageable stages, preventing them from becoming worse throughout the wider deployment (Chandran & Das Aundhe, 2021).

7. Conclusion

The success of a project depends critically on the choice of an effective project management approach. The importance of this decision is shown by the introduction of Helpdesk Management (HDM) at The Clementon Company. Agile is more appropriate for this complicated, developing project once you grasp the differences between PMBoK and Agile and their consequences for various project stages. 

References 

Bonjour, E. 2020. THE TRANSITION BETWEEN PROJECT MANAGEMENT TO AGILE PROJECT MANAGEMENT Using a Project Management Maturity Model. doi: https://journalmodernpm.com/manuscript/index.php/jmpm/article/download/JMPM01906/335

Chandran, K., & Das Aundhe, M. 2021. Agile or waterfall development: The Clementon Company dilemma. Journal of Information Technology Teaching Cases, 204388691987054. sagepub. doi: https://doi.org/10.1177/2043886919870544

Gros, N. 2021. Merging Water Research and Agile Management to Shape Prospective Professionals through the Project-Centred Collaborative Approach Focusing on Water Bodies rather than Water Samples. Sustainability, 13(19), 10803. doi: https://doi.org/10.3390/su131910803

Jiménez, V., Afonso, P., & Fernandes, G. 2020. Using Agile Project Management in the Design and Implementation. Sustainability, 12(24), 10352. mdpi. doi: https://doi.org/10.3390/su122410352

Marnada, P., Raharjo, T., Hardian, B., & Prasetyo, A. 2022. Agile project management challenge in handling scope and change: A systematic literature review. Procedia Computer Science, 197, 290–300. ScienceDirect. doi: https://www.sciencedirect.com/science/article/pii/S187705092102367X

Morjane, W., Bannari, R., & Gharib, J. 2022. Overview of Project Management Methodologies: Agile Approach. doi: https://ieomsociety.org/proceedings/2022rome/157.pdf

Takagi, N., & Varajão, J. 2020. Success Management and the Project Management Body of Knowledge (PMBOK): An Integrated Perspective. International Research Workshop on IT Project Management 2020. doi: https://aisel.aisnet.org/irwitpm2020/6/

Theo, Feldmann, C., & Burchardt, M. 2021. Agile versus Waterfall Project Management: Decision Model for Selecting the Appropriate Approach to a Project. Procedia Computer Science, 181(1), 746–756. ScienceDirect.

Younus, D. A. M., & Younis, H. 2021. Conceptual Framework of Agile Project Management, Affecting Project Performance, Key: Requirements and Challenges. Papers.ssrn.com. doi: https://papers.ssrn.com/sol3/papers.cfm?abstract_id=3912728

Zarvok. 2023. OPTIMIZING THE PRODUCT DEVELOPMENT PROCESS FOR SPEED TO MARKET, QUALITY, AND CUSTOMER SATISFACTION: A COMPARATIVE STUDY OF AGILE AND WATERFALL METHODOLOGIES. International Research Journal of Modernization in Engineering Technology and Science. doi: https://doi.org/10.56726/irjmets36854

Agile methodology. (2023). Agile methodology. Gstatic.com. https://encrypted-tbn0.gstatic.com/images?q=tbn:ANd9GcQ3pAhzSebOmWBieG_EL3juvYSBYqNspXcObQ&usqp=CAU